PMP Ch4 Project Integration Managment

Chapter 4:
Project Integration
Management
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Integration
• Project Integration Management includes
the processes and activities to identify,
define, combine, unify, and coordinate the
various processes and project
management activities within the Project
Management Process Groups
Integration Processes
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Work
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
Refined Data Model Page 467
4.1 Develop Project Charter
• Develop Project Charter is the process of
developing a document that
– formally authorizes the existence of a project
and
– provides the project manager with the
authority to apply organizational resources to
project activities
• Projects are initiated by an entity external
to the project such as a sponsor, program
or project management office (PMO) staff
person, or a portfolio governing body
chairperson or authorized representative
4.1 Develop Project Charter: Inputs
Project Statement of Work

• The project statement of work (SOW) is a
narrative description of products, services, or
results to be delivered by a project.
– For internal projects, the project initiator or
sponsor provides the statement of work based on
business needs, product, or service requirements.
– For external projects, the statement of work can
be received from the customer as part of a bid
document, (e.g., a request for proposal, request
for information, or request for bid) or as part of a
contract.
• Business Case
– The business case or similar document
describes the necessary information from a
business standpoint to determine whether or
not the project is worth the required
investment
• Business need and the cost-benefit analysis are
contained in the business case to justify and
establish boundaries for the project, and such
analysis is usually completed by a business analyst
using various stakeholder inputs
• Agreements
– Agreements are used to define initial intentions
for a project.
– Agreements may take the form of contracts,
memorandums of understanding (MOUs), service
level agreements (SLA), letter of agreements,
letters of intent, verbal agreements, email, or
other written agreements.
– Typically, a contract is used when a project is
being performed for an external customer.
Enterprise Environmental Factors
The enterprise environmental factors that
can influence the Develop Project Charter
process include, but are not limited to:
– Governmental standards, industry standards,
or regulations (e.g. codes of conduct, quality
standards, or worker protection standards)
– Organizational culture and structure
– Marketplace conditions
Organizational Process Assets
The organizational process assets that can
influence the Develop Project Charter
process include, but are not limited to:
– Organizational standard processes, policies,
and process definitions
– Templates
– Historical information and lessons learned
knowledge base
4.1 Develop Project Charter: Tools and
Techniques
Expert Judgment
• Expert judgment is often used to assess the
inputs used to develop the project charter.
– Other units within the organization,
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
– Industry groups,
– Subject matter experts (SME), and
– Project management office (PMO)
4.1 Develop Project Charter: Tools
and Techniques
• Facilitation Techniques
– Facilitation techniques have broad application
within project management processes and
guide the development of the project charter
– Brainstorming, conflict resolution, problem
solving, and meeting management are
examples of key techniques used by
facilitators to help teams and individuals
accomplish project activities
4.1 Develop Project Charter: Outputs
Project Charter
• The project charter is the document issued
by the project initiator or sponsor that
formally authorizes the existence of a
project and provides the project manager
with the authority to apply organizational
resources to project activities
4.1 Develop Project Charter: Outputs
Project Charter
– Project purpose or justification
– Measurable project objectives and related success criteria
– High-level requirements
– Assumptions and constraints
– High-level project description and boundaries
– High-level risks
– Summary milestone schedule
– Summary budget
– Stakeholder list
– Project approval requirements (i.e., what constitutes project success,
who decides the project is successful, and who signs off on the project)
– Assigned project manager, responsibility, and authority level, and
– Name and authority of the sponsor or other person(s) authorizing the
project charter
4.2 Develop Project Management Plan
• Develop Project Management Plan is the
process of defining, preparing, and
coordinating all subsidiary plans and
integrating them into a comprehensive
project management plan
• The key benefit of this process is a central
document that defines the basis of all
project work
• The project management plan defines
how the project is executed, monitored
and controlled, and closed
• The project management plan’s content
varies depending upon the application
area and complexity of the project
4.2 Develop Project Management Plan:
Inputs
Project Charter
• The size of the project charter varies
depending on the complexity of the
project and the information known at the
time of its creation
Inputs
• Outputs from other process
– Outputs from many of the other processes
– Baselines and subsidiary plans that are an
output from other planning processes are
inputs to this process
Inputs
– Governmental or industry standards
– Project management body of knowledge for
vertical market (e.g., construction) and/or focus
area (e.g. environmental, safety, risk, or agile
software development)
– Project management information system
– Organizational structure, culture, management
practices, and sustainability
– Infrastructure
– Personnel administration
Inputs
• Project management plan template,
including:
• Change control procedures
• Project files from previous projects
• Historical information and lessons learned
knowledge base
• Configuration management knowledge base
containing the versions and baselines
4.2 Develop Project Management Plan: Tools
and Techniques
Expert Judgment
When developing the project management plan, expert
judgment is utilized to:
– Tailor the process to meet the project needs
– Develop technical and management details to be included in the
– Determine resources and skill levels needed to perform project
work
– Define the level of configuration management to apply on the
project
– Determine which project documents will be subject to the formal
change control process
– Prioritize the work on the project to ensure the project resources
are allocated to the appropriate work at the appropriate time
4.2 Develop Project Management Plan: Tools
and Techniques
• Facilitation Techniques
– Brainstorming, conflict resolution, problem
solving, and meeting management are key
techniques used by facilitators to help teams
and individuals achieve agreement to
accomplish project activities
Outputs
Project Management Plan
• The project management plan is the document
that describes how the project will be executed,
monitored, and controlled.
• It integrates and consolidates all of the subsidiary
plans and baselines from the planning processes.
• Project baselines include, but are not limited to:
– Scope baseline
– Schedule baseline
– Cost baseline
Outputs
Subsidiary plans include, but are not limited to:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
4.3 Direct and Manage Project Work
• Direct and Manage Project Work is the
process of leading and performing the
work defined in the project management
plan and implementing approved changes
to achieve the project’s objectives
Direct and Manage Project Work also requires
review of the impact of all project changes and the
implementation of approved changes:
• Corrective action—An intentional activity that
realigns the performance of the project work with
the project management plan
• Preventive action—An intentional activity that
ensures the future performance of the project
work is aligned with the project management plan
• Defect repair—An intentional activity to modify a
nonconforming product or product component
4.3 Direct and Manage Project Work: Inputs

• The project management plan contains
subsidiary plans concerning all aspects of
the project.
– Scope management plan
– Requirements management plan
– Schedule management plan
– Cost management plan
– Stakeholder management plan
• Approved Change Requests

– Approved change requests are an output of
the Perform Integrated Change Control
process, and include those requests reviewed
and approved for implementation by the
change control board (CCB)
– The approved change request may be a
corrective action, a preventative action, or a
defect repair

– Organizational, company, or customer culture
and structure of the performing or sponsor
organizations
– Infrastructure
– Personnel administration
– Stakeholder risk tolerances, for example
allowable cost overrun percentage

– Standardized guidelines and work instructions
– Project files from previous projects
4.3 Direct and Manage Project Work: Tools
and Techniques
Expert Judgment
• This expertise is provided by the project
manager and the project management
team using specialized knowledge or
training
4.3 Direct and Manage Project Work: Tools and
Techniques
• Project Management Information System
– The project management information system,
which is part of the environmental factors,
provides access to tools, such as a scheduling
tool, a work authorization system, a configuration
management system, an information collection
and distribution system, or interfaces to other
online automated systems
– Automated gathering and reporting on key
performance indicators (KPI) can be part of this
system
4.3 Direct and Manage Project Work: Tools
and Techniques
• Meetings
– Meetings are used to discuss and address pertinent
topics of the project when directing and managing
project work
– Attendees at the meetings may include the project
manager, the project team and appropriate
stakeholders involved or affected by the topics
addressed
– Each attendee should have a defined role to ensure
appropriate participation
– Meetings tend to be one of three types:
• Information exchange
• Brainstorming, option evaluation, or design
• Decision making
4.3 Direct and Manage Project Work:
Outputs
Deliverables
– A deliverable is any unique and verifiable
product, result or capability to perform a
service that is required to be produced to
complete a process, phase, or project
– Deliverables are typically tangible components
completed to meet the project objectives and
can include elements of the project
management plan
Outputs
• Work Performance Data
– Work performance data are the raw observations and
measurements identified during activities being
performed to carry out the project work
– Examples of work performance data include
• work completed
• key performance indicators
• technical performance measures
• start and finish dates of schedule activities
• number of change requests
• number of defects
• actual costs
• actual durations
Outputs
• Change Requests
– A change request is a formal proposal to modify
any document, deliverable, or baseline.
– An approved change request will replace the
associated document, deliverable, or baseline and
may result in an update to other parts of the
project management plan.
• Corrective action
• Preventive action
• Defect repair
• Updates
Outputs
Project Management Plan Updates
– Quality management plan
– Process improvement plan
– Human resource management plan
– Communications management plan
– Risk management plan
– Procurement management plan
– Project baselines
Outputs
Project Documents Updates
– Requirements documentation
– Project logs (issues, assomptions, etc.)
– Risk register
– Stakeholder register
4.4 Monitor and Control Project Work
• Monitor and Control Project Work is the
process of tracking, reviewing, and
reporting the progress to meet the
performance objectives defined in the
4.4 Monitor and Control Project Work
4.4 Monitor and Control Project Work:
Inputs
– Process improvement plan
– Human resource management plan
– Communications management plan
– Risk management plan
– Procurmènt management plan
– Scope baseline
– Cost baseline
Inputs
• Schedule Forecasts
– The schedule forecasts are derived from
progress against the schedule baseline and
computed time estimate to complete (ETC)
– The forecast may be used to determine if the
project is still within defined tolerance ranges
and identify any necessary change requests
Inputs
• Cost Forecasts
– The cost forecasts are derived from progress
against the cost baseline and computed estimates
to complete (ETC)
– An estimate at completion (EAC) can be
compared to the budget at completion (BAC) to
see if the project is still within tolerance ranges or
if a change request is required
– For projects not using earned value management,
variances against the planned versus actual
expenditures and forecasted final costs are
provided
Inputs
• Validated Changes
– Approved changes that result from the
Perform Integrated Change Control process
require validation to ensure that the change
was appropriately implemented
– A validated change provides the necessary
data to confirm that the change was
appropriately executed
Inputs
• Work Performance Information
– Work performance information is the
performance data collected from various
controlling processes, analyzed in context,
and integrated based on relationships across
areas
– Examples of performance information are
status of deliverables, implementation status
for change requests, and forecasted estimates
to complete
Inputs
Inputs
– Organizational communication requirements
– Financial controls procedures (e.g., time
reporting, required expenditure and
disbursement reviews, accounting codes, and
standard contract provisions)
– Issue and defect management procedures
– Change control procedures
– Risk control procedures
– Process measurement database
– Lessons learned database
4.4 Monitor and Control Project Work: Tools and
Techniques
Expert Judgment
• Expert judgment is used by the project
management team to interpret the
information provided by the monitor and
control processes.
• The project manager, in collaboration with
the team, determines the actions required
to ensure that project performance
matches expectations.
Techniques
• Analytical Techniques
• Analytical techniques are applied in project management to
forecast potential outcomes based on possible variations of
project or environmental variables and their relationships with
other variables.
– Examples of analytical techniques used in projects are:
• Regression analysis
• Grouping methods
• Causal analysis
• Root cause analysis
• Forecasting methods
• Failure mode and effect analysis (FMEA)
• Fault tree analysis (FTA)
• Reserve analysis
• Trend analysis
• Earned value management
• Variance analysis
Techniques
• Project Management Information System
– The project management information system, which
is part of enterprise environmental factors, provides
access to automated tools, such as scheduling, cost,
and resourcing tools, performance indicators,
databases, project records, and financials used during
the Monitor and Control Project Work process
• Meetings
– Meetings may be face-to-face, virtual, formal, or
informal
– They may include project team members,
stakeholders, and others involved in or affected by the
project
Outputs
Change Requests
 Corrective action
 Preventive action
 Defect repair
Outputs
• Work Performance Reports
– Work performance reports are the physical or
electronic representation of work
performance information compiled in project
documents, intended to generate decisions,
actions, or awareness
– Examples of work performance reports
include status reports, memos, justifications,
information notes, recommendations, and
updates
Outputs
• Project Management Plan Updates
– Scope baseline
– Cost baseline
Outputs
Project Documents Updates
– Schedule and cost forecasts,
– Work performance reports, and
– Issue log
4.5 Perform Integrated Change Control
• Perform Integrated Change Control is the
process of reviewing all change requests;
approving changes and managing
changes to deliverables, organizational
process assets, project documents, and the
project management plan; and
communicating their disposition
4.5 Perform Integrated Change Control
4.5 Perform Integrated Change
Control: Inputs
Elements of the project management plan that
may be used include, but are not limited to:
– Scope management plan, which contains the
procedures for scope changes
– Scope baseline, which provides product definition
– Change management plan, which provides the
direction for managing the change control
process and documents the formal change
control board (CCB)
Control: Inputs
• Work Performance Reports
– Work performance reports of particular
interest to the Perform Integrated Change
Control process include resource availability,
schedule and cost data, and earned value
management (EVM) reports, burn-up or burn-
down charts
Control: Inputs
• Change Requests
– All of the Monitoring and Controlling
processes and many of the Executing
processes produce change requests as an
output
– Change requests may include corrective
action, preventive action, and defect repairs
Control: Inputs
• Enterprise Environmental Factors
– The project management information system
may include the scheduling software tool, a
configuration management system, an
information collection and distribution system,
or web interfaces to other online automated
systems
4.5 Perform Integrated Change Control:
Inputs
– Change control procedures
– Procedures for approving and issuing change
authorizations
– Process measurement database used to collect
and make available measurement data on
processes and products
– Project documents
– Configuration management knowledge base
containing the versions and baselines of all official
organization standards, policies, procedures, and
any project documents
Tools and Techniques
Expert Judgment
– In addition to the project management team’s
expert judgment, stakeholders may be asked
to provide their expertise and may be asked to
sit on the change control board (CCB)
• Meetings
– In this case, these meetings are usually referred to
as change control meetings
– When needed for the project, a change control
board (CCB) is responsible for meeting and
reviewing the change requests and approving,
rejecting, or other disposition of those changes
– The roles and responsibilities of these boards are
clearly defined and agreed upon by appropriate
stakeholders and documented in the change
management plan
• Change Control Tools
– In order to facilitate configuration and change
management, manual or automated tools may be
used
– Tool selection should be based on the needs of the
project stakeholders including organizational and
environmental considerations and/or constraints
– Tools are used to manage the change requests and
the resulting decisions
– Additional considerations should be made for
communication to assist the CCB members in their
duties as well as distribute the decisions to the
appropriate stakeholders
Outputs
Approved Change Requests
• Change requests are processed according to the
change control system by the project manager,
CCB, or by an assigned team member
• Approved change requests will be implemented
through the Direct and Manage Project Work
process
• The disposition of all change requests, approved
or not, will be updated in the change log as part of
updates to the project documents
Outputs
• Change Log
– A change log is used to document changes
that occur during a project
– These changes and their impact to the project
in terms of time, cost, and risk, are
communicated to the appropriate
stakeholders
– Rejected change requests are also captured in
the change log
Outputs
Project Management Plan Updates
– Any subsidiary plans
– Baselines that are subject to the formal
change control process.
• Changes to baselines should only show the
changes from the current time forward
• Past performance may not be changed
• This protects the integrity of the baselines and the
historical data of past performance
Outputs
• Project Documents Updates
– Project documents that may be updated as a
result of the Perform Integrated Change
Control process include all documents
specified as being subject to the project’s
formal change control process
4.6 Close Project or Phase
• Close Project or Phase is the process of
finalizing all activities across all of the
Project Management Process Groups to
formally complete the project or phase
4.6 Close Project or Phase
4.6 Close Project or Phase: Inputs
• The project management plan becomes
the agreement between the project
manager and project sponsor, defining
what constitutes project completion
• Accepted Deliverables
– Accepted deliverables may include approved
product specifications, delivery receipts, and
work performance documents
– Partial or interim deliverables may also be
included for phased or cancelled projects
– Project or phase closure guidelines or
requirements (e.g., administrative procedures,
project audits, project evaluations, and
transition criteria)
4.6 Close Project or Phase: Tools and
Techniques
Expert Judgment
– Expert judgment is applied when performing
administrative closure activities
– These experts ensure the project or phase
closure is performed to the appropriate
standards
• Expertise is available from many sources, including
but not limited to
– Other project managers within the organization
– Project management office (PMO)
– Professional and technical associations
Techniques
Analytical Techniques
Examples of analytical techniques used in
project closeout are:
– Regression analysis
– Trend analysis
Techniques
• Meetings
– Meetings may be face-to-face, virtual, formal,
or informal
– This may include project team members and
other stakeholders, involved in or affected by
the project
– Types of meetings include, but are not limited
to lessons learned, closeout, user group, and
review meetings
4.6 Close Project or Phase: Outputs
Final Product, Service, or Result Transition
• This output refers to the transition of the
final product, service, or result that the
project was authorized to produce (or in
the case of phase closure, the intermediate
product, service, or result of that phase).
4.6 Close Project or Phase: Outputs
Organizational Process Assets Updates
– Project files
– Project or phase closure documents
– Historical information
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Chapter 4:

Refined Data Model Page 467

Project Statement of Work

Project Management Plan

• Approved Change Requests

Enterprise Environmental Factors

Organizational Process Assets

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